RAPID and RACI are two important tools for organizations and project managers that have different functions. RAPID focuses primarily on the
process and the actions an organization takes. RACI focuses on deliverables and the person responsible throughout each stage of the process.
Agree – or peer review Perform – carry out the work, similar to the letter “R” in RACI Input – provide input Might be used or not. Similer to ‘C’ in RACI Decide – single person only.
RACI explained its simple yet powerful
Benefits of using RAPID
The RAPID decision-making framework ensures that every decision is carefully considered, which is one of its benefits. Each decision is passed through several roles, which reduces the likelihood that the organization will make a snap decision. This can be a disadvantage if the organization needs to make a quick decision because RAPID requires time for its numerous steps.
Additionally, RAPID enables full team participation in decision-making. The organization values their input. Through this framework, a decision-maker makes the final choice but first solicits feedback from their staff.
What is RAPID?
A framework called RAPID is used to direct and enhance an organization’s decision-making. Organizations can increase their productivity and efficiency by strengthening their decision-making procedures. The acronym RAPID stands for the individuals or positions that play a part in an organization’s decision-making. These roles are:
Decide is the primary role in this framework, and the other roles serve to support it. The roles aren’t always played in the order they’re listed here. The framework is still referred to as RAPID even though the most common order is Recommend, Input, Agree, Decide, and Perform. Heres what each role involves:
The person in this role recommends a course of action. Here is where the RAPID framework frequently starts, with someone suggesting a step the organization should take. Usually, the person making this recommendation backs it up with research. For instance, they might propose that the business introduce a new product.
The actors in the input role present arguments in favor of or against the advised course of action. To find out the risks involved or how long it takes to implement the recommendation, they conduct research. When making a decision quickly is important, the Recommend role may omit the Input role.
Most organizations need the approval of specific individuals before moving forward with a recommendation. The performer(s) of the Agree role may choose not to accept the suggestion. Until they can accept the recommendation, the Agree role frequently bargains with the Recommend role to make adjustments. Keep the Agree role to as few people as possible to hasten decision-making
After reviewing all options, the recommendation goes to a decision-maker. Typically, only one person has the Decide role and the authority to decide whether the recommendation is implemented by the organization. If the Decide role decides to act on the suggestion, they assign tasks to the people in the Perform role right away.
The people in this role execute the decision. They choose the best course of action and assign themselves tasks. To ensure that the factors that influenced the decision-making process don’t change, the performers want to act on decisions as soon as possible.
What is RACI?
RACI is a matrix that graphically depicts the important process stakeholders. Each letter in the RACI system denotes a level of responsibility and how the person interacts with decisions made in the future regarding that process. A list of the steps in a process can be found on the matrix’s left side. A list of the roles involved in the process is located at the top. A letter (R, A, C, or I) is placed at each intersection of a process step and position to create the RACI matrix.
The letters in RACI stand for:
Each role is responsible for the task to a different extent. The Responsible role is the person who performs the action. The Accountable role holder is in charge of determining whether the process is successful or unsuccessful. This person has control over process changes.
The person in the role of Consulted participates in the process and offers suggestions. The person in the Informed role is the one who receives updates on process-related actions.
Example of how organizations use RACI
An illustration of how a company might use a RACI matrix to complete a project is provided below:
Godwin Industries wants to complete additional construction work. They determine the steps in this process include:
The Project Manager, Architect, Contractor, and Client are all parties to this transaction. The project manager creates a RACI matrix with the roles listed horizontally across the top and the tasks listed on the left side in order to visualize responsibility levels. As they go along, they assign each task and role a level of responsibility. The resulting matrix looks like this:
RAPID vs. RACI
For organizations and project managers with various roles, RAPID and RACI are two essential tools. RAPID is primarily concerned with how decisions are made and what an organization does after making them. In each phase of the process, RACI places an emphasis on the deliverables and the person accountable. An organization might decide what to do using the RAPID framework, and then carry out that decision by assigning tasks using a RACI matrix. The organization ensures accountability and order across all teams and departments by utilizing both frameworks. The key differences between these two tools include:
Is there something better than RACI?
RAPID®, an abbreviation for input, recommendations, agreements, decisions, and actions, assigns owners to the five crucial roles in any decision.
What is a rapid matrix?
RACIO can be preferable to a simple RACI when there are privacy or secrecy concerns, so as to inform that it is actually important to not share some information with some stakeholders, in addition to the advantage of added clarity.